Change Management in Workfront

Transcript

Welcome. This is applying change management to your work front journey. This is if you are brand new to our scale events, we’re about to do some quick introductions, but then we’re just going to jump straight into the topic.

This is the agenda for today. We’re going to like some quickly intros and jump straight into Carrie’s presentation. And then if there’s time, we’ll open it up and then we’ve just got a couple updates at the end. So definitely a event chock full of information today. This is your work front scale customer success team. So I am Cynthia Boone and Nicole is in the chat. She’s here with us in the chat. Our our partner in crime, Leslie, is on leave right now. So she’s here in spirit. We are here to help you if you need anything. I just want to point something out. Somebody sent us an email in the scale inbox this morning, like a system issue that we are not support. So I just want to be like, if you’re if you have an emergency, you open those tickets, you make that phone call because I definitely don’t want you all waiting on us. But if you need any advice or help with events or things like that, you can always reach us at the CSS scale at Adobe dot com. And then we’ve got our LinkedIn and we are also on experience. So we’re here to help you get everything that you can out of work front. Now, special guest star. Carrie, hello. How are you? Hello. We’re going to let you know. We’re going to let her do this is something so Carrie and I share a lot of things in common. So many things in common. But one of the things is we’ve been talking about this change management for a really long time. It feels like six months or longer. We’re very passionate about this. She’s got some great recommendations and advice. I’m going to stop sharing and stop talking. Carrie, I’ll let you introduce yourself.

All right. OK. Hello. Good morning, everybody. Is that my check sound OK? We are good. We can hear you. OK. Awesome. Awesome. OK. I’m going to share my deck. I’m going to go into presentation mode right away, which means I lose kind of seeing a whole lot of stuff. So, Cynthia, you and Nicole are my my spirit guides. You’re going to watch that chat and you’re going to introduce or interrupt me if anything comes up. So absolutely. I got you over here in my little corner. Just your little beautiful face over here. So just give me a wave and I’ll look. Morning, everybody. So nice to be here. Thank you for having me. I am a customer success manager here at work front. Often I’m working one on one with customers, but I come to as many of these skills events as I absolutely can. I put them all on my calendar and then that way my calendar is locked if someone wants a book with me. But I enjoy these these events and I learn from everyone who attends them every single time. So thank you again for having me here. We’re going to talk about change management. So if you do come to these events often like me, the topics are always focused on improving your work front. So your instance and your experience, the system admins, those topics are successful when you when you apply a strategic magic change management plan. OK, we’re also playing a drinking game. Hopefully it’s coffee. But as many times as I change, manage, say the word change management, you can give me a little tally and tell me at the end what it is. OK, so what our plan is today, this is a big topic. It’s hard to cover in an hour. So Cynthia and I chatted yesterday. We are going to do a part two. We’re going to do kind of a roundup, whether it’s maybe December, most likely January because of the holidays and whatnot. But when you I’m going to go pretty fast through some of the slides and you’re going to notice it. And if that’s annoying to you, I apologize in advance. But we just have so much good stuff to get to. So we’re going to do the science of change. I’ll get to my agenda slide.

But the the the final the note is when the survey comes your way, tell us what you want to talk about in that part to tell us where you want to go deeper. OK, OK, so here’s me. You’re seeing me hopefully on your screen. But this is what I look like when I do when I am with my family or I’m hanging out at my favorite place to be, which is our cabin in northern Minnesota. So I am born and raised in Minnesota. I’ve lived here pretty much my whole life. There’s my coworker, Maggie, in the lower left corner, my dog. Her and I are inseparable. She’s with me everywhere. Our daughter lives out in Boston with her fiance. So I’m introducing Mike for the first time on the screen. We’ve always been a family of three, but he will soon make us a family of four.

So professionally, I didn’t put anything on this screen. You can tap me up on LinkedIn. I have been in the marketing operations world for about 25 years. Big retailer here in Minneapolis. And then also at an agency for 10 years, we used Workfront. So when I landed at Workfront four years ago, I couldn’t be more excited to help customers along their journey.

So what are we going to talk about today? The science of change a little bit. We’re going to talk there. We’re going to talk about understanding a framework for change. And then the big reveal is about how you apply that to your Workfront journey. So we are going to assume that you’ve probably learned about some sort of change and change management, why it’s important throughout your career. We know not everyone just woke up today. But we’re going to, we need to set it up and kind of talk about why it’s important. And then we’ll talk about Workfront. But that’s what I’m talking about is maybe a part two. Let us know where you want to dive deeper in any of these topics.

So the science of change. Look at that guy. This is millions of years ago, as any good presentation starts, we’re talking about our ancestors. So in a world where they were scared, there was physical danger present. Humans needed a danger response system that was fast, vigorous. Right. So that’s fight or flight. We have heard that phrase over and over. Our brains are hardwired, literally from our ancestors. It’s a primitive automatic response. It is how our brains are wired. It’s not optional. OK, so if you perceive a threat, people get scared and they either want to fight or they want to get the heck out of there or they freeze. Right. And they don’t know what to do or they they aren’t sure what next step to take.

We’ve probably well, hopefully you’ve maybe faced that in your life. You know, we’re literally you’re in danger or someone else is in danger and you’ve experienced these feelings. But I guarantee you, you’ve experienced these these feelings at work. Right. We’ve all been introduced to a new idea or a change initiative. And we are scared or we’re having fear. It’s the fear of the unknown. We’re just nervous. Right. We just don’t know what’s coming. And so it’s not uncommon to have those feelings as being leaders of change. All of you folks, kind folks here on this call. We just simply need to recognize that this is how human brains work. Right. And it isn’t a bad thing. It isn’t something scary or something that we can brush under the rug, frankly. We need to address it. We need to prepare for it. So what is it? According to a McKinsey study, 70 percent of digital transformations fail. One of the top contributors cited is that team members weren’t on board with the change. OK, so they tried to do it and then they reverted back and they tried to do it and they reverted back. How do you get on that side, that 30 percent side to be successful? You need to have a plan. So change management plan. It’s an application of a structured process or a set of tools for leading the people side of change. OK. And then to achieve your desired outcome, whatever that is, we’re going to assume it’s something to do with work front from here on out. OK, so your change is this is change management is about that people part of people, process technology. That’s a phrase we all hear all the time. You are guiding people along the journey of whatever you’re trying to change and you’re trying to mitigate risks. Right. So risk to adoption or maybe a negative impact to your business. You’re guiding them along and you’re making people feel comfortable and you’re giving them the tools that they need. You’re going to hear a lot about what that takes. So I’ll get there. But obviously, communication, training, you know, resources, that kind of thing. But change management also includes driving adoption and and reinforcing that to get sustained outcomes. That’s why we pair it with work front and why we all on this call know it is so important to address change management because work front is about adoption. Right. We have to get people using the tool and following all of the hard work and process and templates and everything that that you all hear on this call set up. OK, so let’s create a we need to talk about creating a framework for change.

We’ll start with why is it important? OK, I think I’ve already said it, but it’s really important to just hit on these five things. You’re changing for a reason that your org has decided to change. That change will require individual people. Right. People, process technology, people. Success depends on the sum of everyone, people’s efforts. OK, so the act of change management is admitting that you need people on your side. You need them actually actively engaged and invested in the plan. And so then number five, you’re going to apply that change management and you will realize benefits and and have success. But how do you know if you need change? If you haven’t been convinced yet by my super compelling science arguments, you might start hearing statements out there. Right. You bet there might even be some chuckles on like, yeah, I’ve heard someone say this before.

And it’s it’s important to know what resistance sounds like and to realize that it’s not just people being difficult, but there’s actually fear behind it. And we can’t neglect it. Approaching it with a strategic framework, which we’re going to click into here in a minute, is being mindful in how you lead it. And it’s not discretionary. If you skip it, things will fail. You’ll be on that side of 70 percent of digital transformations failing. So it’s not discretionary. All right. Let’s keep moving. So it’s not discretionary. Wouldn’t it be great if I just gave you a formula right away and said, hey, here are all the ingredients for successful change. Here it is. You can hang up after this if you want to. But I hope that you keep going with us.

The point of showing this right at the top here is that it is important that all of the building blocks are put together to have success. And I’m going to click through these slides pretty quickly, but you’re going to quickly realize that if you miss one of the things, there’s a consequence. Right. So you don’t have vision. People are confused. You don’t give them resources. People are frustrated. There’s anxiety. You don’t have a capable workforce or capable processes. Things are moving slow or they’re constantly being reinvented. If your org culture doesn’t feel ready for the change, you’re going to run into barriers. Right. If there are not incentives or there’s not an action plan, you’re going to run into false starts. OK, so went through those really quick. If you want to grab a screenshot of this, go for it. But again, you’re going to get this deck. But I have it from a Workfront Rockstar. She may even be on this call, but I’m not looking at the people on the invite. But she told me this is she loved this slide. It’s a ton of red. So I made the top line rainbow because that just gave me a little more calmness. But I think it just tells a really compelling story of why it’s important that you need to hit off on all of the parts of this building blocks.

OK, so let’s get back to science really quickly.

ProSci. ProSci is a global leader in change management solutions. Here at Adobe, we partner with them a lot. In fact, we have a whole change management org or division that works directly with ProSci. We use a ton of their materials. So you’re going to see them source here in the stack. It’s a contraction of the word professional and science. I did not know that, so I was pronouncing it wrong for a long time, but it’s ProSci.

It is a proven methodology and it’s been developed over after extensive research on what are the best practices for managing successful change. OK, this ad car model, I am going to refer to it another drinking game. Every time I say ad car, make a tally. OK, because this is a big part of what we’re talking about today. The five building blocks to successful change are right here in front of you. Awareness, desire, knowledge, ability, reinforcement.

They are sequential, right? Like it makes sense that you move through this, you know, from left to right. But what you’re going to see and why I think it’s important to think about your work front journey is that you’re actually going to pop back to the different letters throughout your journey. And it’s important to be prepared for that and aware of it. And that’s, I think, kind of one misnomer, if you will, that change management is only at the beginning of your experience or it’s only at your implementation phase. And what you’ll see today is that it’s not. You really need to be managing it and thoughtful of it.

I am going to tab through to reveal all the letters here and want you to grab a screenshot if you’d like. And if you’re blessed to have two screens, have that take the screenshot, have it up for the rest of this presentation, because I’m going to talk about these words. And it’s it just would be a nice little refresher if you want to forget what I’m saying here on this slide. But so awareness. What is what’s that about? That is one of the most missed steps in this whole process, right? In this methodology, lack of awareness has been noted as the number one reason for people not getting on board.

OK, they feel like no one told them, OK, they it’s not they didn’t feel like anyone understood what they were going through. It’s important. It’s it’s how brains are wired. So five to seven different communication types. It’s a proven number. They are necessary for a change message to be absorbed. So we’ll spend some time talking about that desire. What’s in it for me? Make it personal. You need people invested. So you’re going to spend some time so that they engage and participate knowledge. That’s your training, right? That’s your you’re telling people how to do the change, what to expect during the change ability. You’re you’re allowing them to actually practice it and demonstrate it. You’re getting them into work front and they’re actually clicking through and they’re accomplishing tasks and they’re seeing the value of it. And then finally, reinforcement. This is the sustaining the change. OK. And frankly, the most neglected. A lot of people put their change management efforts out there and then they just expect everybody’s on board and they keep on moving. And it can be very dangerous to miss this building block or to not continually nurture this building block because it’s important to enforce the change.

All right. Next slide. Let’s see. There we go. I’m not going to spend time on this. You’ll get this in the deck. But we wanted to provide literally a list of activities under each one of these building blocks. Cynthia and I were talking like a lot of times we talk about change, but we don’t tell you how to do it or what are some best practices or what are some prompts. So here you go. You got it right here. And you’ll get this as as a takeaway.

I’m going to go deeper through the journey. And as I’ve been saying, but I just think it’s important that you see how you can apply it and what are some different steps that you can take as system admin.

Similar to how I showed that other slide where you cross one out and if you missed an ingredient to that recipe, you had some consequences. Same thing with the ad car model. So really similar themes. This is just arranged a little bit differently and it might resonate with you differently than that other one did. So I wanted to include it. Also slides that I’m not going to go over, but you’ll get at the end is we’re going deeper on what are some contributors to success? What are obstacles to success? What are risks to not managing change? So hopefully those slides are we’re not going to spend time going through them today, but I think just feel good that you’re going to get those tools and you can reference them, especially if you’re working to influence leadership that change management is important.

Okay, so I’m about to jump into the work front journey. I’m just going to pause for a second. Cynthia, anything big in the chat or anything that we want to pause on and go back on? Or are we getting some amens? How are you doing over here? Like just lots of hearts, tons of hearts. You’re speaking everyone’s language. I love it. Heart back. Yay. Okay. Oh, wait, we do have a, wait, we have a, Quentin, we’ve got a hand raised. Hello? Hello. Sorry for disturbing. It’s good to be able to register this workshop.

I’m sorry.

Is it possible to register to this presentation? Oh, to get a copy of it. Yes, absolutely.

Yes, absolutely. Awesome. Oh, we got it. All right, cool. Yes, thanks for asking. Okay. Okay, so we’re gonna keep on moving. So applying this to your change management journey.

So if you’ve never seen this slide, I’d be surprised because I feel like it makes its rounds on it in a lot of our events. But at the end of the day, kind of what it is, is it’s just a way of us showing your milestones as you’re through your implementation and kind of on your execution journey. Right. I think I love how the gears are kind of the cycles. The circles are showing there that it’s just a constant effort, right? Especially as you become more mature in your instance. And I think that resonates as we’re talking about change management and why that’s important.

So I’m gonna drop in the ad car model to a lot of what we’re saying, right? So watch for bolded words on the next several slides, because this is where I’m trying to drop in and say this is awareness or this is reinforcement. And again, just because we’re trying to apply that science part and why you need to manage it and be aware of it and lean into it, because you’re trying to make effort and progress throughout your journey.

I’m gonna tab right through to show all these stars. So these are the moments we’re going to talk about. We’re going to talk about why it’s important during verify and discovery. You’re establishing your why work front. Okay, we’re going to talk about it during training and testing. Establishing governance, huge moment and frankly an ongoing effort for change management. Increasing adoption, supporting new features or new releases, and then ultimately to your integrations and automations. Guess what? That’s reinforcement. Okay, continuous improvement. So we’ll get into each one of these.

You’re going to see this map. I was able to fit it in, so we could show like how it’s moving through the journey.

So one quick, one more slide about some with some stats on it quoting ProSci. So we’ve already heard ProSci consistently shows that organizations with excellent change management achieve greater success. So if you needed a reason to make this important to your leaders or to your org, these are the numbers that you want to quote. Seven times more likely to achieve your objectives when you come in with a good change management approach. Almost five times more likely to stay ahead or on schedule. And this is the one everyone loves, our leaders especially, 1.4 times more likely to stay on or under budget. So there you go. That’s your risk of not doing it, is that you’re not going to be on budget.

Okay, so remember when I said that we need five to seven messages, five to seven messages to be delivered to be absorbed, right? So this is awareness. This is in your ad card model. This is where you’re understanding what people need and you want them to understand what you’re rolling out. This is your message. Take the time to do this exercise. See guys, I cannot emphasize this enough. Why Workfront? What’s your vision? Have your stakeholders even do this exercise with you. If you’re trying, once you’ll see later, I’m going to recommend that you’re developing a communications plan. And that communications plan will include those five to seven messages plus more. You will get the content for those messages from this template. By doing this upfront, you have the messaging that you need going forward. So here’s some starter questions. I pulled this template actually from an old customer of mine. She was so kind to let me take it, kind of change it up a little bit and share it out. Watching something like this be developed, it was literally magical because it was telling people what was coming, why they were doing it. And then the ultimate payoff about why they want to get engaged, why they should be invested, because when they do it right, this is what happens.

So what you’re doing, describe what you’re accomplishing, why you’re doing it. This should be about the importance of why you’re rolling out this change. You can see there’s the first bolded word, awareness. You are providing detail about why it will help your users. When you do it right, like I said earlier, this is the payoff list. This should excite your users, and that will begin to get them on that desire train. You’re going to be creating investment so that they know that you understand them and they want to participate and engage. I have an example filled out on the next slide, and then you’ll get this template. So let’s look at it.

This client example is truly an inspiration to me. The reason why it was I’m giving it to you straight up and God bless her for letting me do it. It is so applicable to probably 85 to 90% of your work front instances. So take a look at these words. They did an amazing job working with some copywriters on what they were doing, why they were doing it, when they do it right. And I guarantee you that you could pull some inspiration from this. So this will be included in the deck. Pro tip, this team was so committed to their change management messaging and creating awareness. They even worked with a creative studio and got a little animated video that shared out these very similar messages. But again, doing the work and filling out the template is what gave them the content for those awesome messages.

Okay, let’s move to the next spot on the map. So process mapping and training. So you’ve verified what you’re doing. You’ve shared your vision. But now you’re getting into where you’re going to start, especially if you’re in an initial implementation. You’re rolling out to the whole teams that you’re starting off with. Or maybe you’re doing new use cases or just new teams. So as you’re going through those steps, whether you’re an initial, like I said, implementation of rolling out, you’re going through mapping and you’re building out their processes. That requires thoughtful planning. It also requires change, right? So important moment for you as admins, you’re starting to create and translate a team’s process that’s outside of Workfront and you’re moving it into Workfront. You’re going to be spending time with them understanding their current process. You’re going to hear from them what their current goals are, or sorry, what their future goals are and where they want to improve. You want to get them excited about it. That’s desire, right? You are getting them engaged so that they participate.

One thing I will say as a reminder is that Workfront won’t magically fix the dysfunctional process, right? So some of our instincts are, hey, I’m not going to put your dysfunctional process into Workfront because then it’ll just be dysfunctional in Workfront, which is true. Okay, it is true. However, I will say, resist the urge to do too much editing, too much change to their process right off the bat, because too much change can cause fight, flight or freeze. So I bring that up as kind of a warning because many of us, we almost get stalled out during this phase because we know that there’s so much that we want to improve and we invested in this really awesome tool and we want to make everything perfect. But if you’re going to run into that fight, flight or freeze reaction because there’s so much change, you’re going to risk adoption. You’re going to risk negative impacts. So just be cautious and think about ways of creating many change management kind of comp plans as you go so that you’re not introducing and causing too much change and causing a negative reaction. Hopefully, maybe a couple of amens are coming through on the screen. Otherwise, I would love to hear how people have managed this fine line. So either put it in the chat or hold your story until we have time for discussion. But let’s keep moving because there’s a lot more to get through.

Are we good? I just don’t want to. Oh, no, no, you’re good. Okay, awesome. Okay, I’ll keep going. So training is the other bullet point that you see there, right? So pretty obvious, but that’s knowledge, that’s ability and then ongoing training and ongoing enablement. There’s a reinforcement. Okay, so we are hitting off you guys. We’re hitting off all the building blocks or at least four of the five building blocks in this one slide and that’s how important it is.

Okay, resources on the side. I did forget to say that each one of these slides, you’ve probably already picked up on it or actually I’m only on the second one. So you’re picking up on, you will see that I have resources over here on the right. So when you get this deck, these are clickable links, they’ll drive you to the resources that are referenced.

Okay, establishing governance. There’s our next step on the map. I would not be a work front CSM if I did not talk about governance. It’s just not allowed. Like it’s literally illegal in our world that we don’t talk about or that we have our presentation where we don’t talk about it. But that’s how important it is. Okay, so establishing foundational governance elements. That is your, it’s critical and it’s everything about your change management journey. So long term governance practices, that’s going to be what’s supporting those building blocks. That’s the ongoing training. That’s where you’re giving people the ability to work in the tool. Test it, try it, give me feedback. That oversight committee that you guys are, you’re literally sustaining the long term change management methodologies, and you’re keeping that, or my suggestion is that you’re keeping that at the forefront of all of your planning. You’re thinking about change, thinking about how your users will react to the new ideas or new initiatives that you’re introducing, and you’re creating mini change management plans with all the newness that you’re bringing throughout your journey.

Supporting adoption and expansion. That’s on the high heels of having governance, right? Because you are, you’re supporting and you’re reinforcing teams as they’re in work front. So ongoing training, feedback loops, adoption surveys, right? So going back to governance, like you’re collecting those adoption surveys, you’re getting the feedback, you’re recognizing where you maybe need to provide extra support or give more encouragement and reinforcement. So I said it earlier, and it’s stated here on the slide, reinforcement is often the most neglected part. So celebrate people’s successes.

The next slide I have, it’s an example of a roadmap. So in that third bullet point, that’s one of our suggestions for success is having an internal roadmap, probably led by your governance team. But you’re going to be, this is how you’re tracking future needs and how you’re layering in communications. Okay, let me tab over to that. This is a lot on one slide. It’s just an example. And honestly, the bottom part, the stakeholder communication strategy, that could be a map all by itself. Okay, so, but what I wanted to kind of just visually show here is that you’re keeping track so that you’re supporting adoption as you go. You’re, and expansion, you’re keeping track of maybe what you’re rolling out. Maybe these are, you know, your rollout strategy, those are new teams or new ways of working. You’re keeping track of work front releases. I’ll get to that in a second. You’re, maybe you have a request queue or an, or a system admin queue where people are providing feedback on an ongoing basis. Have a plan with how you’re addressing it, and then communicate. Okay, so this is have a map about how are you celebrating success? When are you hearing from your stakeholders? That’s, we’re popping all the way back to the A in the awareness, or in the EDCAR model about awareness, but keep in mind that ongoing communication from your stakeholders are going to really resonate with your users.

Next up, paving the way for new functionality. Okay, so work front releases. Whoa, those come probably faster than sometimes we wish. I know there was a great session. I think it was last week or the week before about all of the latest release features. You as admins, you’re leading the charge on that and I know that that’s a lot in your plate. It’s a lot in your governance team, but it is important to also add to your plate that change management around new functionality is important. Okay, so here are some pretty general tips like becoming familiar with new releases. Attend the webinars that Cynthia and Nicole and Leslie host because they’re incredible. Do your homework up on Adobe Experience League. And then empower your users, right? So there’s the K and an A, knowledge and ability to use the new features. It’s going to increase and sustain adoption. I start to feel like a broken record right about here during this presentation, so I’ll probably start to move a little faster, but I just think it’s so important that you’re seeing how these change management moments or change management methodology and thinking are weaved into your work front moments. So integrations and automations, I said this at the beginning. This is where when you’re approaching a pretty mature work front instance, and you are adding more and more integrations or automations. Maybe you’ve built your own. Maybe you have Fusion. Take credit for that functionality. Think about how you’re communicating out to your users. Certainly they don’t need to know how the sausage is made, but take credit for the fact that you are optimizing their experience and that you understand what’s important to them so that you are building on that building block of desire and knowledge and getting to ability, right? So that they know how to use the system and they recognize that you heard them and you made their lives easier. It’s important to take credit for it.

So there you go. We made it through. I want to make sure that we have time for questions and we can go backwards. But does anyone have some examples or they want to share kind of a fine line of where somewhere on this journey, they were able to apply a change management tactic? You know, this is a safe place. Share success or maybe share something that you want some advice on. That’s what this whole community is for. So anyone brave enough to make a comment here? Hello.

Hi, I heard somebody else. I want to make sure I’m not speaking over somebody.

I don’t think so. Okay. Thank you again. So I actually have a creative team that has been onboarded into Workfront. We have gone on a year already where we did some pretty big transitions. And I recently had a series of one to one sessions where I was getting their feedback on where they still felt things were clunky. So I love your model because it’s showing directly from a new instance all the way through to the end. But my question for you is, how do you deal with the resistance from a team who has already experienced some of that clunkiness and you’re kind of trying to goad them to trust you again? Like you’re almost coaxing them to eat out of your hand and believe that the second go around, we are going to take their feedback seriously. We are going to do things better. So I’m curious as to what your strategy is for an approach like that. Yeah, I probably couldn’t have set that question up any better. And I promise to all the rest of the folks, we did not plant that question.

But the next section that I’ll move on to is recognizing and managing resistance. And I think Amber, I wish that there was an easy button for your question. I think you nailed it when it comes to building trust and rapport. And I think what you’re doing already is you’re starting to create that relationship by hosting those one on ones.

So you are you’re listening, you’ve created a safe place to hear their feedback. And I think you may need to try to splice off like a smaller group even and do some POC testing, getting advocates on your side, having the actual users like a few of your creatives, try it and see the goodness that you’ve created. And then they go out and they become your advocates. Right. Yeah. So I think, like I said, I wish there was an easy button, but I do. I am a huge fan of trying to find that diamond in the rough of someone who will really lean into that trust and rapport that you’ve created with them. And then we’ll go out and help you evangelize. Thank you so much. Yeah. We have another hand up. Monique White. Hi, good morning. I wanted to know from I know I didn’t catch your name, but I wanted to know. She said that they implemented work in the creative department. Are they also using the integrations with the other creative programs or do they have to go out of a work front to get into some of the creative programs? And then also, as far as resistance, like, oh, I mean, that was great.

Some of the things that I do, but I’m by no means out of the woods as we do like a work front cafe session. So it’s just an open session every other week where I just stay on the phone and hope somebody comes in and I love it. And then for my peers, initially they were having problems with with closing the projects like it would be like 90 percent of the task would be complete. And then they just wouldn’t click, you know, that the project was closed. And so then when upper management would be like, oh, can you tell us like how much time we’re spending on these and then I’m like, well, we have all these outliers. So I created a report based off of user ID that’s for projects that are 90 percent complete but not closed. And it goes out every Friday to the PMs. And right now I only have that issue with new PMs. So just just FYI. I love it. Thank you for sharing your win. That’s awesome. I should we go on or do we have any hands? We have one more hand up. Let’s share. Yeah, I just had a question. I think this is amazing. So the integration and automation piece, I think that’s where it’s hard because leadership sees all of this capability with fusion and integration. But we haven’t quite gone live yet and we’re working with implementation partners. And I’m getting a that’s a hard thing to manage is we need to take baby steps before we really and learn the process that we actually works for us within Workfront. But how do you manage? I guess that’s just like expectation setting. But it seems like for this. I’m thinking about it the right way where best practice, we should take baby steps and then include integration and automation when we are ready. Yeah. Yeah. I mean, I think I and you know, please, other folks, you know, come off mute and give advice. I think that there are some like quick wins right off the bat throughout in your implementation that you can create up, you know, some if you own fusion, for example, to have some scenarios. In the case, I think with Monique, if you have what she was saying, if you have fusion and you even feel comfortable, you can set up a scenario that starts to close out projects that are that, you know, that have been out there for a long time. Those are some of those small wins, like I was saying in the in that section is, you know, and then taking credit for it because, again, you’re building trust. You’re showing people that you’ve optimized the system and that’s making them felt heard. I think I think having a roadmap, Lexi, of what your planned integrations and your planned automations are would be a really nice way to show upwards to your leadership, like what you plan to put in place. But then that gives you a little bit of runway to actually do it and to and, you know, to get people on board. And I think there’s nothing wrong with being able I mean, it takes some bravery, but be able to say to folks that exactly like we can’t introduce too much change right off the bat. And we also want to kind of keep them coming back like, hey, guys, we’re going to do it this way for right now, but know what’s coming. And they and that can, you know, draw some excitement. And that’s really great advice. I will say that we’ve got a lot of experience and I saw Lindsay’s comment in the chat as well. Learn from us, because if you push too fast, you will have like resistors and they don’t forget. Just ask any of your experience, like five to 10 year work front admins. Those users never forget that it was too fast, too rushed. And then you’ll like you’re going to be constantly trying to rebuild like it’ll be a lot to rebuild the trust than to just take it a little slower. That would be my. Yeah. Yeah. Oh, man. Our human hearts and our human brains.

We bring him to work whether we want to or not. Some days.

Yeah. Yeah. You want to share? Yes. I have to say that I’m so happy I listened to this because.

We have an existing instance that I am sort of just kind of jumped into and your comment was.

Definitely correct. There are a whole bunch of people who are quite upset with the last two.

Changes that were made because some people had access and then all of a sudden it went away. And now I’m in the process of trying to figure on.

Tackle the process of what did you guys actually do here so we can figure out what to do next and how to keep it going. Are there any suggestions? Because I’m looking at getting the roadmap in because that was a great one. And I’m going to be using your guide as you know, how do I put that in and show here’s how we’re going to be those baby steps to get them for everybody one to love it again. But yeah. How do I mean, what are some areas or maybe it’s a different one that you can show you guys can tell me to go listen to. How do I help get them to be happy about the fact that I’m going to fix stuff as quickly as I can, but on a journey, the best that I can.

If it’s okay, Beth, I’m going to go forward to this last few slides that I have. Oh, no, no, no, no, no, it’s not. No, I’m the one who paused. But like I said, I couldn’t have set up some of these conversations any better, which is so I’m glad that we’re kind of landing on, you know, why are people resistant? What are common reasons for resistance? And what does that sound like? And how do you approach it? Right. And again, there isn’t an easy, easy button. But I’m glad that you’re taking some of the tips that we talked about today, creating a roadmap, working, committing to meeting with teams, maybe it’s by persona, maybe it’s by team, and creating a safe space to hear their feedback, hear where some of the gaps are, and then openly communicating and getting stakeholder support, right, like a sponsor to help communicate with those messages about what your plan is. I think being overly transparent, and acknowledging some of the current pain, but yet here’s the plan to fix it is going to be your best approach.

Again, I’ll say it like basically just because we’re human, because people’s brains, we have left brain, right brain led, but really the whole brain needs to come along. And so recognizing people’s emotions and where they’re feeling is gonna, it is needs to be your first stop.

So, effectively managing resistance, you know what, like I said, what does that sound like? It’s going to be individual to your culture, to your company culture, to your work finances. But I think you’ll find commonality as you collect feedback on maybe where people are having fear. You’ll be able to bucket it into probably these five buckets, like they’re general enough to where they, you know, most feedback lands in it. But what I like about these common reasons is that it then focuses your efforts on where I need to spend, where I need to go to first, right, Beth, like where people having the most pain, and I’m going to address that first so that I’m building trust and rapport.

How do you address that then, right? So obviously, depending on the reason, you’re going to have different approaches. But this is, we start to kind of repeat ourselves and some of like, hey, if you’re missing elements of the ad car model, or you were missing ingredients of the, that recipe I gave you right at the beginning, there will be consequences. So I think, you know, the here are just some points on things and steps that you can do explaining the purpose, explaining the benefits, that’s creating awareness, right? So I, it again, we’re starting to getting into kind of some repeat, and you will get these slides at the end. But I think it is about figuring out where the fear comes from, and then your best approach to that. So I’m gonna go and then, well, one final slide, creating a safe space. This is a big part of change management. It a lot of the points on here, Captain Obvious folks, like, but it’s worth reviewing. We’ve talked a lot about layering, laying out a framework and having your change management communication plan ready to anticipate all of the things. But I think like what Beth just said is, hey, we can communicate all we want, but we’re having people, you know, people are ready from the beginning. They’re frustrated or they’re, we don’t have as much trust as we wish we did, or people want us to move faster than we can. I’m gonna go all the way back to awareness, right? Your why work front, what’s our vision, and then gaining your own, your stakeholder support to send out messages from every level. Different messages resonate different from different levels, right? Like, if it’s an org message, have it come from your top stakeholder. If it’s a very personal message, like, hey, guys, we are changing how we are where this task is in the template. That should come from the just that team’s manager or, you know, from via the system admin. Think about how you’re communicating the change, but you’re showing flexibility. You are showing like we have this whole plan, but we also want to promote that growth mindset and hold yourself to that too. Like, you may have the perfect plan for your change, but as you’re hearing feedback, you need to think about how you’re adjusting it and that you’re providing, you’re, you know, pivoting and providing what people need in the moment that they are.

So there’s a question.

There’s a question in the chat that I think goes to a lot of this and because I think it really points to awareness. It’s from Renee. Carrie, how do you manage the high influx of change requests made by different departments and users? And I can tell you what I did is I made everyone see everyone’s requests. That was the first bit awareness piece. So I’m going to let you.

To actually do the work. And so I it, it just is creating awareness visibility to all the users so that they see the progress that you’re making.

That is my best answer. Anyone else? Anyone else weigh in? I keep looking over here. Yeah, there’s so much good like people love what you’re saying. I just want to get. Yeah. Oh, I’m so glad. I’m so glad I’m going to tab through a couple more slides and then I promise I’m done.

I did a little exercise with my team and I hope if anyone’s on a project manager on this call, I was a project manager. So I hope there isn’t any offense.

You may hear resistance, right? Like we heard we already said that you’re gonna you’re gonna hear some statements.

Getting to the root of what they might be afraid of, right? It might not be as obvious and some of the statements that they’re saying, but I met with my team a few months ago and we went through this exercise. We kind of had fun with it, right? Like, okay, what are all the things that people say or where are they complaining about? You know, oh, this is time consuming or it’s difficult or why is everyone watching my work and you know, my spreadsheets are better. So, and you know, I probably shouldn’t put that tone on it, but we just know that that’s how people are, right? They are comfortable with what they’ve been working on or working with. So how do you get to the root of what they’re afraid of and then how do you address it? So I did go ahead and fill out some ideas here, but you need to do this exercise for yourself. I’m a CSM, which stands for customer success manager. So my goal is that you are seeing success with Workfront and often I’m going to tell you that it’s about sharing what the benefits are of the system, sharing the goodness that you’re getting with by using Workfront. So benefits of a centralized solution. Guess what? You’re going to give them reporting training. You’re going to give them dashboard training.

You’re going to create layout templates so that people are using similar processes. You know, these are all ways that you’re sharing out to folks that how you’re using Workfront to better their lives and better the process. So remember creating desire, that’s the D in the ad card model. That’s you’re gaining people’s investment and bringing them along the journey so that they aren’t in a fight or flight or freeze response.

I did this exercise for requesters. I did it for people who are assigned a task. You know, obviously people are afraid of learning something new. Like you’re probably seeing that bullet point kind of repeated over and over. I’m afraid of learning something new. Like they’re not saying that, but that is what they’re afraid of. So how do we address it? We give them training. You know, we listen to them, we create that safe space, and then we show them how the system is bettering their process.

What are other ways to win people over? I even heard a couple of people talk about it, right? Hosting office hours. Love that idea. And you’re right. Some weeks no one will show up. That’s okay. You’ll get some stuff done, work through some email, but you’re providing a space. Not only is it a safe space, but it’s a space where they can learn and you get a chance to actually verbalize what you’re working on. Descite coaching. I think I heard someone else say, you know, I’m meeting one-on-ones with them. Maybe that isn’t scalable in your org, but I think trying to think about how you can approach it and maybe divvy it up across folks or grab just a few that are really invested in it so that you can turn them into evangelists for the system. You know, think about where you can invest your time. The last one, this one got a little silly when we were doing it because we know that our creatives sometimes just have very specific ways of how they like to work. I was at an agency for 10 years. I am lifelong friends with my creatives and my designers, but I will tell you they didn’t always love Workfront, right? So let’s listen to what their concerns are. Let’s think about what they’re afraid of. What is causing that response, that kind of trauma response, frankly, and then let’s figure out how to address it.

So I encourage you to do an exercise like this and then start to bucket where your opportunities are for introducing change and managing it, managing the people side of change.

All right. I am going all the way up to the last minute.

I’m so glad we’re going to have a part two, but this is, I promise you my last slide. Here are your key takeaways. I probably don’t even need it because I’ve been repeating myself for an hour, but building your change management plan, use the ad car methodology, right? We talked about a few different, like I showed you that recipe, but the ad car model is proven in science. It is a global leader of change, the pro-sci model. It really makes sense and it will lead to successful adoption. Create that framework. Start with why Workfront? Like I cannot emphasize that enough. Do it at the enterprise level. Do it at the use case level. It doesn’t have to be sentences and sentences. That one pager template that you’re going to get in this deck, it could have three words on it, right? Like you’re just trying to tell people and you’re trying to evangelize why you’re using the system and that’s going to gain their investment in it. And then finally, managing resistance. You have to work to understand what the underlying fears are and then you ultimately you’re providing a safe space so that you can, you know, use those strategies to address their concerns.

The last thing you’re going to get you guys is a bunch of resources. So the end user cookbook that was created by a lot of you on this call. Those are people helped create that cookbook. It’s really good info. There’s more change management tools and resources out in experience league in the appendix of this deck. So you’re going to get it and you can do with it what you want. So, yeah, Monique, just one second, because I want to share two things in the slides really quickly.

So one, we put the survey in the chat. So one of the things. Well, because Carrie and I believe Lee, I believe I’ve heard that Carrie and Lee are going to do in January. We’re going to do this part two of, you know, and managing resistance and all these things, kind of like a deeper dive. So when you fill out the survey or if you want to put it in the chat, what do you want us to focus on? So let’s do that. Where did I go? Where did I go too fast or where can how can we have like a more of a group discussion that you want more ideas on? Like, that’s what we want to hear. So this slide deck, you’re going to get all the slides that Carrie set, plus kind of the updates. But I just want to let you know, like Nicole and I are going to be doing customer interviews again. And all the things that we started this year, the admin one on one, the user groups, this session right here, this change management session all came out of the interviews. So if you’re interested, please email us at the CSS scale and we’ll get you on the calendar. So it’s the one thing that I did want to share. The other thing that I was going to put in the follow up email, in addition to all of our resources, there is a blueprint on Workfront comms. So that’s another thing. So, you know, if you combine all the things that Carrie gave you, plus, hey, I want a project and Workfront to manage my comms, you’ll have that as well. Okay, that was it. Monique, are you still here? I’m going to stop sharing.

Yeah, I kind of just put it in the chat. I didn’t mean to take up your time. That was it actually, it was just a topic on if we could get like you guys take on a comparison between Workfront and the other work management systems, because as an admin, I’m always trying to tell them why. You’re in for it. Yeah, yes, yes, we get that for five years. Yeah, I am. Yeah. Okay, thank you. Put in your survey, maybe, maybe put in your survey a couple of the ones that you’re defending against because that will help us we can pull some resources we have some like battle cards and that kind of thing. So, yeah. Okay.

That’s a good one. Thank you for doing that.

Right. Carrie, thank you so much. We only have like 30 seconds left. Okay, the feedback in the chat has been amazing. Thank you for your time. We’re bringing Carrie back. Seems like we love Carrie. So, hey, we’re doing it. Yeah. Great. Thank you everyone for taking time this morning, really, really appreciate it. I love spending time in these events. They are the highlight of my week. So happy to be here.

Everybody have a great rest of your week I hope you have a fantastic weekend and we’ll see you next week, hopefully.

Bye everybody.